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Whether driven by a desire for social impact, or the harsh economic realities of unsustainable utilities expenditures, or by political and market demand, more colleges and universities are taking the trend to become more environmentally sustainable seriously. More than 650 institutional presidents have pledged carbon neutrality as signatories to the American College & University Presidents’ Climate Commitment (APUCC), and hundreds of institutions now employ sustainability coordinators. Yet many sustainability initiatives have yet to see meaningful gains. In fact, at the majority of colleges and universities, sustainability efforts remain limited to disparate, one-off programs, from trayless dining to student-directed recycling programs to “green” capital projects and energy efficiency measures. To move beyond one-off programs, it’s critical to identify how efforts toward a sustainable campus add benefits beyond just cost savings and social impact. Defining the value proposition for sustainability at your campus and mapping the impact of sustainability on a wide array of campus priorities (e.g., student recruitment and retention, stakeholder relations and fundraising, etc.) will empower an institution to more effectively target campus-wide or system-wide investment in sustainable initiatives, and to better engage broader campus constituencies and build alliances beyond the “usual choir.” “The question to address now is: How do you get […]

June 23, 2011. Last June, Ball State University released a study showing that of college students owning phones, 49 percent owned smartphones; the number had doubled since 2009. In the year since, many colleges and universities have launched mobile marketing initiatives or mobile apps for students and alumni. Among those efforts that have seen early gains: Piloting targeted mobile apps (during the weekend of its launch, the University of Virginia’s application saw downloads from several thousand users). Inviting prospective students to opt in to text messaging or “mobile updates.” Look to St. Mary’s University for a leading-edge example; while St. Mary’s has seen few students opt in, the university has seen a high yield rate among those who do. However, very few institutions have taken smartphones into account in their Web design, which presents a significant risk as a growing number of prospective students access college websites from mobile devices. In an interview with Academic Impressions this week, Bob Johnson, president of Bob Johnson Consulting LLC, advised that the most immediate and pressing mobile marketing investment to make is to create a mobile-friendly version or section of your website. He offers the following tips. The Mobile-Friendly Website According to a 2010 survey of 1,000 college-bound high […]

June 16, 2011. In a recent interview with Academic Impressions, Brad Ward, CEO of BlueFuego Inc., cited his organization’s research into the impact of university Facebook pages. After a 25-month study of nearly 400,000 Facebook updates across more than 1,200 university Facebook pages, Ward concluded that most institutions offer too much content via social media channels, leading to declines in engagement as their audiences begin to “tune them out.” Ward warns that quality is far more important than quantity, because institutions compete with family and friends for time and social media “space” — in short, for the attention of students and alumni on channels that are already overcrowded with content. It’s critical that marketing and communications and alumni relations offices invest more in listening to their audience’s social media preferences and preferred content. Effective listening can empower your office to offer highly targeted content — whether on your website, on your Facebook page, or via a mobile app. To learn more, we turned to Linda Thomas Brooks, president of Ingenuity Media, The Martin Group and past member of the board of directors for the Ohio State University Alumni Association. With considerable expertise in setting up effective social media listening posts, Brooks offers the […]

  NOTE: For an updated and much deeper look at new leadership skills in higher education, based on years of intensive research, read this complimentary paper from Academic Impressions and Pat Sanaghan. To define the leadership skill set needed to meet adaptive challenges, we turned to Larry Goldstein, president of Campus Strategies LLC, and Pat Sanaghan, president of The Sanaghan Group. Having consulted for decades with institutional leadership teams, Goldstein and Sanaghan are uniquely positioned to comment on what makes academic leaders effective. Here is their take on five critical leadership skills needed to meet today’s — and especially tomorrow’s — challenges. 1. Leaders Need to be Systemic Thinkers The critical initiatives that will move your institution forward — whether improving student retention, reducing your carbon footprint, or raising money from alumni — will involve and affect multiple divisions within your institution. This makes it especially critical that not only your institution’s president but leaders within each division are able to recognize the impact of a given issue or a given effort on financial, academic, and programmatic decisions across the institution. Amit Mrig, president of Academic Impressions, notes those institutions that are most successful in responding to these common challenges are those that approach them […]

Once you have clarity on the leadership skill sets your institution is seeking — and a commitment to look beyond the “usual suspects” when identifying future leaders — the next challenges involve offering meaningful opportunities for your institution’s “stylistic invisibles” to become visible and providing an intentional and deliberate process for developing your high-potentials as future leaders. There are three critical steps in achieving these aims: Create a robust peer network of emerging leaders within your institution Adopt a “proving ground” approach by engaging emerging leaders in the real work of the institution Incentivize and reward “deep mentoring” at all levels of your organization Several institutions have taken steps in this direction, but much of the most innovative and effective work on in-house leadership development over the past decade has been done outside the walls of higher education. The corporate sector, particularly, has become increasingly alert to its aging workforce and the threat that a leadership crisis presents to an organization’s profit and sustainability. For this reason, we reached out not only to one of the leading higher ed experts — Tamara Freeman, director of talent management and HR strategy for the University of Notre Dame — but also to Kimberly (Kim) Eberbach, vice president of […]

America’s higher education enterprise is facing multiple challenges — increasing demands from students and government; changing demographics; structural fiscal challenges; and technologies that are disrupting how information and education is delivered. Not to mention an aging workforce and an uneven track record for developing leaders. Without investing in identifying and developing the right talent at all levels of an institution, a college or university will be ill-prepared to thrive in an environment of increasingly complex and high-stakes challenges and rapid change. Let’s take a closer look at the challenges academic institutions face, and what’s needed to move forward. How Prepared Is Your Institution? In April 2010, Academic Impressions conducted a survey of senior and mid-level managers in higher education across an array of public and private institutions; 176 administrators responded to the survey. The findings emphasize the extent to which higher education is under-prepared for replacing a rapidly retiring leadership. Perhaps the starkest finding from our survey, 48 percent of respondents graded their institution with a C, D, or F letter grade when assessing the level of commitment they felt their institution has toward their development as a leader. We also asked respondents to identify ways that their institutions currently […]

Historically, the pathway to the presidency in higher education has been through traditional academic ranks — tenured faculty or department chairs becoming a dean, and then later a provost. But as Academic Impressions president Amit Mrig notes, “the competencies required to ascend the academic hierarchy don’t necessarily match those required to lead increasingly complex organizations in an increasingly competitive marketplace.” Rather than increase reliance on the private sector as a source for future leaders, institutions may do well to take a cue from the private sector’s approach to leadership development. To prepare for a globalized economy where talent, ideas, customers, suppliers, and financing will come from different markets around the world, the best-managed corporations like General Electric, IBM, and PepsiCo are intentionally requiring emerging leaders to manage major projects or even run entire divisions in different parts of the organization — units that may be far outside their discipline or home town. This strategy of building horizontal career ladders not only builds cross-boundary collaborations and global connections, but gives these future leaders a systemic view of the organization. Horizontal Career Moves Versatile leaders develop transferable problem-solving and diagnostic skills that allow them to assess the strategic — not just the technical — […]